Chapter 8
Where Do We Go From Here?
Edward C. Brewer
Case Overview
Liatco Enterprises is a supplier of fire protection equipment. Like many organizations recently, it has undergone some restructuring. During their transitional period, three employees are called upon to make a decision concerning the inventory management system of the organization. Trish and Phil have been coworkers for the past five years, but Phil is almost twice Trish’s age and feels as if he is her superior. Marshall is 60 but has only been with the organization for a few months. He has legitimate authority as Trish and Phil’s manager, but has not yet earned their respect. The issue in this case is not so much the decision making process, but the communication process used (and abused) between these three coworkers. Electronic mail, or e-mail, can be a wonderful thing, but it also has its drawbacks. This case demonstrates some of the potential pitfalls of an organization’s use of e-mail.
Learning Objective
This case demonstrates how the use of electronic mail can be a hindrance to effective communication and understanding between organizational members.
Key Words and Definitions
Communication—a process whereby two or more people create meaning.
Electronic mail —e-mail is the transmission of messages via computer-mediated communicaiton
Networks—these networks can be confined to the organization, or can include access to other organizations through the Internet.
Inventory management system—a software program that allows the organization to keep track of its inventory on hand.
Nonverbal communication—creation of meaning without the use of words (nonlinquistically).
Organizational decision making—the act of choosing between two or more alternatives within the organizational setting.
Transition—period of change, in this case a time of adaptation after restructuring.
Key Case Concepts
Communication—the art of imparting, or transmitting ideas, information, and/or attitudes.
Leadership emergence—the process by which the ability to guide and influence develops.
Management style—the means by which one seeks to lead and direct others.
Free speech—the extent to which one is free to say what he or she desires to say.
Discussion Questions
1. What do you believe are the causes of the failure of Trish, Phil, and Marshall to communicate?
2. What leadership theories explain Marshall’s style? What could Marshall have done to gain the respect of Phil and Trish?
3. Is the communication portrayed in this case in any way successful?
4. What possible solutions do you see as Marshall, Phil, and Trish head into their meeting?
References and Resources
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Beckman, David, & Hirsch, David. (1999, August). Let’s work together. Communications News, 36 (8), 22–23.
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Safsten, Erik. (2000, November/December). Five keys to protecting your organization’s e-mail. Information Systems Security, 9 (5), 47–52.
Sklaroff, S. and Herbert, W., et al. (1999, March 22). E-mail. U.S. News & World Report, 126 (11), 54–62.
Steen, Margaret. (1999, July 5). Legal pitfalls of e-mail. InfoWorld, 21 (27), 65–66.
Anderson, Ron. (2001, October 15). Message overload. Network Computing, 12 (21), 42–46.
Beckman, David, & Hirsch, David. (1999, August) Let’s work together. Communications News, 36 (8), 22–23.
Messaging and the corporate culture undergo creative transition. (2001, April). Communications News, 38 (4), 30.
Operation e-workplace protection. (2002, March/April). Information Management Journal, 36 (2), 8.
Reynolds, Sana. (1997, June/July). Composing effective e-mail messages. Communication World 14 (7), 8–9.
Safsten, Erik. (2000, November/December). Five keys to protecting your organization’s e-mail. Information Systems Security, 9 (5), 47–52.